1-6 3. SOCIAL-BELONGING—The social, or belonging, level concerns the need to be liked and wanted by family, friends, coworkers, and others with whom we associate. 4. ESTEEM—The  esteem  level  involves  our feelings of importance. To satisfy our esteem needs, we must get a feeling of importance from two sources. First, we must have a feeling of importance that comes from within; this feeling is self-esteem. Second, since self- esteem alone will not satisfy our esteem needs, we must feel that other people believe we are important. 5. SELF-ACTUALIZATION—Self-actualization is the full realization of our own potential. Simply stated, that means we know our limits and try to perform, within those limits, to our full potential. These five levels of needs are acted out in behaviors. You, as a supervisor with an understanding of these needs, can help your people satisfy their needs and be more successful. INDIVIDUAL WORTH What is an individual worth—not in dollars and cents—but to you, to the Navy, and to the person himself/herself? You, as a petty officer, will have to determine that through experience. Every person has different wants and desires and has a different emotional makeup. Remember that one trait you cannot change is the emotional makeup of a person, but you may be able to influence the person or situation toward a favorable outcome. If you observe how a person acts, you can often tell how a person feels. If you observe your personnel, you will be able to help them adjust to almost any situation. Before you can help your personnel adjust to various situations, you must show self-control. That means holding  back  an  impulse  to  say  or  do  something inappropriate in a situation. Self-control does not mean you never get angry; it means if you do become angry, you control the emotion so you’ll have a better chance of taking appropriate action. To be an effective Navy leader, you must believe and trust in your subordinates' basic worth and ability to perform. The smart leader approaches subordinates with positive concern for their growth and development. While trusting in their basic worth and ability to perform is important, be careful not to set up subordinates for failure by expecting too much. Have concern for your subordinates'  limitations,  and  express  your  concern openly and honestly. Our mission in the Navy is to accomplish our assigned duties—do our job. If your subordinates have personal problems, the job will suffer;  know  what resources are available to help them overcome their problems. Personnel will look up to you with respect and ask for your advice when you show interest in their welfare. With practice and hard work, you will soon develop a knack for knowing the true worth of your people. You then can mold them into highly productive Sailors. REVIEW 2 QUESTIONS Q1.    What level of human need is described as the need to be liked? Q2.    What level of human need is described as the full realization of our own potential? SUPERVISORY SKILLS Learning  Objectives:  Recall  the  process  used  to translate assignments into specific tasks for subordinates. Recognize the necessity to coordinate material and safety requirements. Identify the procedures for  maintaining  qualification  records.  Identify  the elements  needed  to  judge  the  progress  of  a  job. Recognize the guidelines for giving feedback. Identify reasons  for  reporting  job  progress  to  immediate supervisor.   Recognize   the   necessity   for   process improvement. Identify the elements used to evaluate a completed assignment. Recognize reasons for reporting on subordinate performance. Recognize  methods  to resolve conflicts or differences between subordinates. Leadership  and  supervision  go  hand  in  hand. However, although they are closely related, leadership and supervision are two  separate  roles.  Leadership consists of the personality and skill needed to motivate and influence people to do a job. Supervision is the art of